Test what the operating model requires
A new partner decision is not only about rates and promised capacity. Clarify decision rights, dependencies, ownership of enhancements, knowledge transfer and the ability to change priorities when needed.
- Are commitments and acceptance criteria specific enough?
- Where do architecture and supplier dependencies sit?
- How do knowledge and change rights remain with the client?
- What would a transition away actually require?
Experience at scale, without an operational mandate
Jürgen Röck's documented nearshore experience includes teams grown from 5 to 150 people and eight development centres active at once. That does not support a blanket recommendation for any country, provider or operating model.
Prepare a change decision without wishful thinking
Changing partners means examining more than the incoming supplier. Transition risk, access to code and knowledge, interim responsibilities and a realistic sequence of work also matter. A second opinion can set those factors beside one another.
A considered next step
Clarify the question before choosing the scope.
An initial conversation is for clarifying the issue, the available information and the boundaries. If another format is a better fit, that will be said plainly.